involving your stakeholders in the strategic planning...

Category 2 Involving Your Stakeholders in the

Strategic Planning Process & Aligning Strategic Goals

2012

© 2009 Baylor Health Care System 2

Baylor Waxahachie at A Glance

• 2,988 inpatient admissions

• 39,646 emergency department visits

• 68,100 outpatient visits

• 251 physicians, total medical staff

• 444 employees

FY11 Statistics

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Baylor Medical Center at Waxahachie • 57 bed acute care community hospital • Located in Waxahachie, TX Ellis County • BMCW is part of the Baylor Health Care System, which is comprised of 30 owned, operated, ventured and affiliated hospitals and more than 312 access points across a 10 county area in North Central Texas.

© 2009 Baylor Health Care System

Approach-Deploy-Learning-Integration Strategic Planning Process and Goal Alignment

• Approach – Collect data from stakeholders to ensure that resulting strategy includes all of the stakeholder voices

• Deploy-Strategy is deployed using variety of mechanisms including aligning of goals and utilization of action plans

• Learning-Adjustments are made to mechanisms to improve • Integration – Strategy alignment to department and individual

goals helps ensure integration of the overall strategy

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The Involvement Evolution of Our Strategic Planning Process

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Administration and the Board of Trustees

Strategic Planning Committee Formed

Formal Document and SWOT

Addition of Employee, Manager, Physician

and Volunteer SP Questionnaire

Introduced

Increased participation of Employees,

Physicians, and Volunteers

Board of Trustees included in SPQ


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Annual Strategic Planning Process


Who Are Our Stakeholders

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Stakeholder Method of Communication

Board of Trustees Two way communication during SPP, Monthly board meetings

Management Team Surveys, Rounding, Managers retreat, Monthly meetings, Open door, Email

Shared Governance Councils Meetings, Surveys Employees Surveys, Rounding Volunteers Surveys, Regular meetings with Auxiliary

leadership, two meetings with full membership a year, town halls

Patients Patient Advisory Council, Survey, Rounding

Physicians Survey, Open door Embedded Partners Surveys, Rounding, Open door


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Listening Posts

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• Surveys • Pathways to Excellence • NDNQI • Patient Safety Culture • Strategic Planning Questionnaire • Employee Engagement • Auxiliary Engagement • Press Ganey • HCAHPS

• Patient Advisory Council • Personal contact with

patients/families • Regular meetings with Auxiliary

• Market Research • Social Media


Strategic Planning Questionnaire

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2012 Questions 2011 Questions Competitive edge Competitive edge

Greatest threat Greatest threat

Opportunities for improved community partnerships

Improve communication

Opportunities for improved community partnerships

BMCW positively impacting the community

Personal influence on BMCW reputation

BMCW Reputation to be

Prioritization of service lines Opportunities in the market place

2012 – 98 % response rate increase over 2011 questionnaire


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Strategic Challenge – Patient Centeredness, continuing the journey

Patient Advisory Council (PAC) • Establish Patient Advisory

Council • Launch additional listening posts throughout the community • Gain Patient and Family member perspectives for hospital initiatives • Invested community members that have been either patients or family members of patients at our facility •Gives patient facing employees a safe place to explore initiatives that will impact patients once implemented

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• Bridging employee and patient perspectives

Initiatives • Open Access for ICU • Bedside Reporting • Bright idea implementation from

an employee Upcoming Opportunities for PAC • Continued focus on patient

centered journey • Discharge Information and

Doctor Communication


Integrating What we learn from Feedback • Formulate our annual facility goals • Highlight the survey results during a employee town hall sessions • Reference changes tied to the survey back to employees • Develop goals • Feed into Action Plans • Communication Plans

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ALIGNING GOALS TO THE STRATEGY

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© 2009 Baylor Health Care System 12

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Goal Setting Guiding Principles

High employee involvement

Senior leadership sponsorship and involvement

Developing a sustainable discipline to determine more specific goals to increase business results and employee engagement in the process

Need buy-in and “skin in the game” by all involved


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Overall Steps in the Process

President Kick-Off

Communication

Establishing the Foundation for Goal Setting

Evaluating and Selecting Draft Hospital Goals

Finalizing Hospital

Leadership Goals

•Process Overview •Expectations

•Key Challenges (President & Employees) •“Target Focus Areas”

•Peer Goal Review •Metrics Review •Identify Barriers

•Alignment Check •“Drill Down” Strategy

PRE-WORK

Waxahachie


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Additional Challenges

(Facility level)

SMART Goals

Target Areas (Facility level)

Areas of Focus (System level)

Root Cause (Facility level)

Leading and Lagging Indicators

Cascade

Functional Area

Cascading Flow of Goal Setting:


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Terminology

• Focus areas and Areas of Focus: system wide goals, determined by Joel and his executive team, and the metrics are held at Joel’s level

• Target areas: facility, service line and functional level goals, determined by the leader of the entity (Ex: President of the hospital, service line leader, or functional leader - i.e. SVP of HR)

• SMART goals: individual goals relative to the position held – specific, measurable, attainable, realistic, time based

• Additional challenges: entity/facility specific challenges which factor into target areas

• Root Cause: underlying drivers which feed into the challenges


Goals Checklist

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Barriers to Achievement

Review potential barriers Evaluate plan to overcome barriers

Measurement

Weight Leading/Lagging indicators Quarterly 90 Day goal Action Steps to achieving Goal

Alignment

Strategic Plan To Hospital System Function “Target Areas” To Focus Area To Vision 2015

Quality

SMART test Stretch Outcome focused

involving your stakeholders in the strategic planning...

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